Transcription

1

2

3 City of Beverly Hills FY 2007/08 Budget Status Report: 3 rd Quarter Summary of Accomplishments Honorable Mayor, City Council and Citizens of Beverly Hills: It is my pleasure to submit to you the third-quarter report for the current Fiscal Year This document covers the time period from January 1 through March 31, As we enter the second half of the fiscal year, the City of Beverly Hills continues its steady march toward achieving the goals set forth at the beginning of the year. This report when viewed with the two previous FY quarterly reports serves as a barometer of our progress in addressing more than 470 departmental work plans and a very ambitious Capital Improvement Projects (CIP) program. When the final, fourth-quarter report is produced at the end of the fiscal year, we will have an official, cumulative record of the City s evolution in completing annual objectives and measuring accomplishments. The pages before you contain useful, updated information about the status of City programs and projects. You will also notice strong evidence of how staff s work directly corresponds to the delivery of superior services within the Beverly Hills community. When, for instance, the Police Department consistently responds to emergency calls in less than three minutes averaging 2.6 minutes this quarter the connection between departmental effort and community service becomes crystal clear. Throughout this report, you will find myriad examples of how the City s initiatives are being shaped to fortify and enhance that bond between Beverly Hills government and its many stakeholders. When the quarterly reports were introduced last year, it was expected that they would foster communication within the community and encourage public participation in the government process. I am hopeful that this document with its big-picture overview of City work plans and its explicit, detailed information on individual items meets the needs of all those who wish to learn more about how their City operates. For easy referral, each quarterly report is organized in four sections: I - 1

4 Summary of Accomplishments Status of Work Plans and Service Indicators Quarterly Financial Outlook Status of Capital Improvement Projects As was the case during the first two quarters of FY , the third quarter also is characterized by the community s high level of participation in City activities and heavy use of services. During the last three months, 12 Farmers Markets were held, drawing more than 50,000 residents and visitors. The general City telephone line fielded some 6,000 calls for service and information. And, motor officers spent 520 hours supporting traffic management at public schools. Again, a look through these pages will confirm the unique link between the City and the people of Beverly Hills. It is this connection that drives our day-to-day efforts and fuels our determination to achieve all that we can. The service indicators noted in the third-quarter report offer a glimpse of the staff s resolve, which is demonstrated throughout every department in the City. Our commitment to providing unparalleled service shows up in the numbers: 400 transactions handled each day by the Finance department; 800 hours of special studies and projects put in by the Management and Budget office; 573 residential and commercial fire prevention inspections; 3,542 miles of sidewalks cleaned. And, those are just a few examples. To maintain these high levels of service requires vigilant effort. Also necessary is strong leadership and direction, which is provided by the City Council s statement of organizational program goals. Each department initiative and service indicator is linked to one or more of these goals, ensuring that staff time and resources are spent on projects strategically aligned with Council priorities. The five City Council goals are: Organizational Development Being the Best Communications and Outreach Community Reinvestment Improving Services and Results Sustaining Beverly Hills Reputation for Excellence With departmental work plans firmly focused on these Council objectives, City staff has recorded an extremely productive third quarter in FY Following are some of the highlights. I - 2

5 An Overview of Third-Quarter Accomplishments Program Goal: Organizational Development Being the Best Having access to the proper tools and training is key to a high-functioning workforce. The City s commitment to providing critical equipment and opportunities for professional development helps sustain the outstanding service that is the hallmark of Beverly Hills. This goal recognizes the importance of staying on top of emerging technologies, adapting to new state and federal regulations and learning better ways to do the job. A wide range of training programs and courses is available to City employees. In the third quarter of FY : The City conducted 328 professional development classes covering 165 topics and attended by 468 employees City s Management Academy and Management Analyst Development Program 75% complete Labor relations workshops for supervisors and managers 100% complete The Leadership Academy for mid-managers 50% complete, with participants logging approximately 228 hours Police Department communications training for officers 75% complete Restructuring of the Firefighter Vestibule Training program 100% complete 106 City workers are now maintained as Employee Emergency Response Team (EERT) members 842 individuals participated in trainings, exercises and meetings about disaster response 100% of sworn personnel participated in mandated monthly and quarterly firearms qualification at the police range Fire Department personnel attending paramedic school racked up 520 training hours Introduced multi-agency training with other cities; 15 Fire Department employees now trained and certified in Urban Search and Rescue I - 3

6 Program Goal: Communications and Outreach A healthy and democratic local government relies on two-way communication with an informed constituency. The City of Beverly Hills strives to bring together all those with a stake in the community, offering a public forum where issues and concerns can be aired and addressed in a positive, respectful environment. An active, engaged community keeps the City vibrant and helps its government develop the best solutions for the entire community. To promote communications, the City disseminates timely, factual information through a variety of ways, and provides open, easy access to staff expertise, municipal resources and documents. During the third quarter, the City worked proactively to achieve results related to the Communications and Outreach goal, including the following: Monthly City newsletter launched and mailed to residents Redesign and upgrade of City s website and intranet 90% complete The Police Department fielded 18,609 community calls for service More than 100 blocks participated in the Neighborhood Watch zone meetings The Fire Department responded to 744 calls for rescue and emergency medical services The Library circulated nearly 1,000 items to homebound residents and answered nearly 11,000 reference questions 800 customers were served through personal contact in the Building division, which also processed nearly 400 requests for public records Planning staff scheduled 722 counter appointments and took 4,700 telephone calls Community Preservation Services investigated and resolved 285 violations BHN-10 aired 500 hours of programming, offering 231 programs on-demand which generated nearly 19,000 video views A series of seven business outreach meetings were conducted More than 500 residents and business people attended presentations on safety and emergency preparedness Civil Engineering division served 1,875 customers and issued 1,478 permits by type I - 4

7 Program Goal: Community Reinvestment To reap the long-term benefits of any good investment, that investment must be maintained. City-owned facilities, real estate and infrastructure play an important role in the economic stability and quality of life in Beverly Hills, and must be cared for on a regular basis. Also critical to the City s well-being is maintaining the reputation of a world-class city a goal that depends on being able to generate the revenue needed to support the services, programs and environment that characterize such a special place. Because businesses provide 78 percent of the funding that supports municipal services for residents, the City is always looking for ways to protect and expand business sector revenues. Reinvesting in our community allows us to plan for the future while we take care of the present. Major efforts during the third quarter that focused on this goal include: General Plan Update 65% complete 113 filming and photography permits issued Finance Department processed 600 new businesses Sports fields at Roxbury and La Cienega parks readied for baseball season with 12.5 acres mowed weekly, seeded and aerated Implementation of field use study for youth groups 80% complete 3,869 building inspections conducted, with 99% completed next business day OTS (Office of Traffic Safety) grants administered totaled $470,919 City-owned properties encompass 300,000 square feet; Real Estate and Property Management office has a database of more than 500 real estate marketing contacts Phase II of Street Tree Master Plan 100% complete Industrial Area Plan 70% complete Economic Sustainability Strategy 90% complete Garden Building s lease 70% complete Program Goal: Improving Services and Results The City of Beverly Hills is on a neverending mission to improve its services to residents, businesses and visitors, along with the results that ensue from those services. This is a goal that never seeks a conclusion, because a dynamic, service-oriented organization is always I - 5

8 in search of new ways to work more efficiently and cost-effectively. This ongoing effort is a driving force behind the operations in a City that values flexibility and creativity. Whether it s collecting trash, sweeping streets, planning cultural events or responding to emergency calls, our goal is to continue refining and streamlining procedures with each new budget cycle. Among third quarter highlights reflecting this goal are: Intelligent Government Initiatives 95% complete Geographic Information Systems evaluation and upgrade 100% complete Development impact fee ordinance 80% complete 88 DUI arrests; officers recognized for top DUI enforcement by Mothers Against Drunk Driving egov Initiative expansion 75% complete 102 hours spent on school construction projects by Building and Safety staff Expansion of photo red light program 50% complete Implementation of commercial enforcement program 100% complete Traffic signal light replacement 75% complete Wastewater Rate Structure Study 90% complete Emergency Animal Shelter program 95% complete Computer-generated pre-fire plans 100% complete Incident command vehicle technologies 100% complete Program Goal: Sustaining Beverly Hills Reputation for Excellence Beverly Hills world-renowned reputation is a catalyst for attracting and retaining businesses in a region where there is fierce competition for market share. Additionally, the City is widely known for its outstanding police, fire and municipal services and its exemplary public school system making this a much sought-after residential locale. Homebuyers, high-end retailers and corporate owners also are drawn to our beautiful community because of its overall quality of life. Beverly Hills impressive reputation serves the City well during staff recruitments, attracting a large pool of highly skilled, innovative professionals looking to become part of the City s management team. Additionally, the allure of Beverly Hills brings a healthy influx of visitors who contribute significantly to the economic vitality of our City. I - 6

9 Among the City s successes in sustaining Beverly Hills reputation during the third quarter are: 97.8% of calls to the Police Department were answered within 10 seconds; 91.3% of all calls other than 911 were answered in less than 20 seconds Fire Department units arrived at the scene of an emergency in 4 minutes or less 70% of the time Building and Safety staff completed an average of 59 inspections each business day Wireless Priority System (emergency preparedness) 80% complete Beverly Hills Police Department as State s DARE Officer Training Center 75% complete Administrative grant funds secured totaled dollar value of $277, news stories resulted from media pitches and news briefings More than 30 disaster preparedness events were held, drawing 842 participants for trainings, exercises and meetings Detective Bureau cleared or closed 87% of its workable Part I crimes City s graphics department completed 402 banners, signs, brochures, maps, flyers, ads, posters and designs Information Technology spent 300 hours on research and development 3,150 seniors took advantage of community-offered social services, such as legal counseling, reduced bus fare, lunch program Capital Improvement Projects The City s carefully planned Capital Improvement Project (CIP) program maintained its forward progress throughout the third quarter, with seven CIPs under construction. A total of 78 ongoing CIPs have been allocated funding $227 million for this fiscal year. During the past three months, civil engineering staff members have logged 4,000 hours in managing and inspecting CIP areas, and four new project designs have been executed. Some of the highlights from the CIP section of this report include: I - 7

10 Ongoing removal and replacement of street trees due to decline or damage is 40% complete; several street tree master plans are occurring simultaneously in the City Park facilities maintenance and improvements in four areas are 40% complete. Work includes tile restoration at Beverly Hills sign water feature, design services for remaining blocks at Beverly Gardens and restoration of Arnez mini park Smart City Master Plan 95% complete Community Video Security Project now includes 37 CCTV cameras installed at critical infrastructure sites and 2 cameras on Rodeo Drive Park Master Plan to enhance Roxbury and La Cienega parks 80% complete Public Works parking structure 50% complete Greystone Park improvements; plumbing and electrical upgrades underway 70% complete Fire Station 3 construction/improvements 100% complete City vehicle and facilities maintenance shops 80% complete Gardens building, gardens and public parking project now under construction in coordination with Montage Hotel City Hall Master Project, including first floor renovation as Customer Service Center 60% complete Entertainment Business District EIR and traffic mitigation studies 67% complete Public Works facility improvements 100% complete Design services for Crescent parking garage to serve visitors to Beverly Hills Cultural Center 75% complete Quarterly Financial Report This section of the third-quarter report provides an update on General Fund revenue and expenditure patterns going into the final half of FY Overall, staff projects $167.3 million in revenues and $167.1 million of expenditures at fiscal year end. The top four General Fund revenue sources continue to grow, and are outpacing our original adopted projections. Overall, the City s economy still shows limited growth, while the County and State economies are having revenue shortfalls. The current General Fund Operating budget, which includes re-appropriations from the prior year s budget and new appropriations, is $163.4 million. At the end of I - 8

11 the third quarter, actual General Fund expenditures were $108.1 million. This represents 66% of the current budget, compared to historical spending rates from the past 10 years which averages 53% expensed at March 30. Staff will monitor this trend until fiscal year end to make sure department expenditures do not exceed current appropriations. Conclusion This summary of accomplishments offers only a glimpse of the progress that has been made on hundreds of initiatives geared to enhancing the quality of life in Beverly Hills, promoting the economic vitality of the City and maintaining optimum levels of service to the community. Detailed information about specific line items, work plans and service indicators, capital improvements, fund balances and budget trends can be found deeper within these pages. As we move into the final quarter of the fiscal year, City staff remains committed to the goals set forth by the City Council. We have thus far made significant advances in completing many objectives, and with the Council s and community s continued involvement and support, we are on pace to producing an impressive list of achievements by the end of the year. Please let us know of any concerns or questions; my staff and I rely on feedback internally and throughout the community to help us do our very best for the City of Beverly Hills. Respectfully submitted, Roderick J. Wood I - 9

City of Beverly Hills FY 2007/08 Budget Status Report: 1 st Quarter Summary of Accomplishments Honorable Mayor, City Council and Citizens of Beverly Hills: I am pleased to present to you the first of four

City of Beverly Hills FY 2007/08 Budget Status Report: 2 nd Quarter Summary of Accomplishments Honorable Mayor, City Council and Citizens of Beverly Hills: I am pleased to submit to you this second-quarter

GENERAL SERVICES AGENCY GOALS, OBJECTIVES AND ACCOMPLISHMENTS FISCAL YEAR 2007-2008 GSA Mission Statement The General Services Agency assists in providing the foundation upon which County Government is

ICMA Insights TM Key Performance Indicators While the ICMA Insights program as a whole enables the tracking of more than 900 performance measures, a subset of these are used in pre-formatted reports and

Budget Introduction Proposed Budget INTRO - 1 INTRO - 2 Summary of the Budget and Accounting Structure The City of Beverly Hills uses the same basis for budgeting as for accounting. Governmental fund financial

Guam Fire Department A Report to Our Citizens 2012-2013 Mission Statement The Guam Fire Department will respond to and mitigate all threats to life, property, and the environment in the Territory of Guam

Worksite Job Titles and Sample Descriptions The job titles and descriptions listed below are general examples of job duties and functions for youth in specific industry areas. We encourage you to use this

University Services Facilities Management Facilities Management is responsible for all grounds, buildings and the energy management needs of the Twin Cities campuses of the University of Minnesota. Facilities

Information Technology and Communications City Council City Manager I INFORMATION TECHNOLOGY AND COMMUNICATIONS I '""""'"'"1:11 commimill!itlerrs: Mission Statement To establish strategies, policies and

77 North Front Street, 3 rd Floor Columbus, Ohio 43215 Apply online at: columbus.gov/civilservice City of Columbus Job Class Listing Attached is a listing of all City of Columbus job titles. To see a description

Community Information and Outreach Community Information and Outreach Department (CIAO) links County government to its more than 2.5 million residents and visitors by providing convenient access through

Adopted April 28, 2015 October 1, 2015 through September 30, 2016 Envision Venice Strategic Plan for Fiscal Year Ending September 30, 2016 Preserving and Enhancing the Venice Quality of Life Table of Contents

Transit Services MISSION STATEMENT The mission of the Division of Transit Services is to provide an effective mix of public transportation services in Montgomery County. BUDGET OVERVIEW The total approved

FY BY PRIORITY KEY PERFORMANCE INDICATORS PERFORMANCE BY PRIORITY INTRODUCTION In November, 2010, Mayor Dewey F. Bartlett Jr. launched a strategic planning effort for the City of Tulsa designed to measure

Charleston County Mission and Values Mission We will promote and protect the quality of life in Charleston County by delivering service of value to the community. Values Trust is essential - We value trust

Human Resources HUMAN RESOURCES I Administration I I I I I I Dive~ily Training '" Lab-or and Employment Relations Organization E fleclive ness Program See R1sk Managemenl section for budget del311s Mission

Department of Public Works 2010 Budget Proposal Memorandum To: From: Members of the City of Bloomington Common Council Susie Johnson, Director, Department of Public Works Date: July 20, 2009 In preparation

City of Naperville Strategic Technology Plan August 26, 2014 How We Arrived Here Progression from the City s Strategic Plan Be recognized as an egovernment innovator Examine technology Citywide Study the

This statement of agency organization and operation has been prepared in accordance with the requirements of Section 28 101.001, Florida Administrative Code and is available to any person upon request.

UNewark Police Department Profile The Newark Police Department is responsible for protecting the lives, homes and properties of Newark residents. The Newark Police Department is dedicated to serving all

Chapter 7 COMMUNITY FACILITIES and SERVICES PLAN Introduction Community facilities play an important role in ensuring a quality standard of living for Township residents, as well as impacting the location

FY 2015 COUNCIL GOALS AND OBJECTIVES GOAL 1: Achieve a Stable, Long-Term Financial Base for the City Of Cornelius 1. Continue to improve the financial capabilities, practices, policies and fund balances

REPORT from OFFICE OF THE CITY ADMINISTRATIVE OFFICER Date: To: February 19, 2015 The Mayor The City Council CAO File No. 0220-01463-0046 Council File No. 14-0600-S49 Council District: All SUMMARY At its

DESCRIPTION OF ACCOUNTING AND FINANCIAL REPORTING SYSTEM Livingston s accounting system is organized on the basis of Accounting Funds, each of which is considered a separate government activity with its

Mark J. Andrews SUMMARY: More than 32 years of experience: administered financial management information system; managed complex capital construction projects that were completed on time and under budget;

Achieving Sustainability From the Energy Capital to the Energy Efficiency and Renewable Energy Capital Rice University POST/GLHT 411 - Integrated Approaches to Sustainable Development February 2010 Outcome

FY 2009/10 First Budget Report Overview of Accomplishments Honorable Mayor, City Council and Citizens of Beverly Hills: Following is the first of four quarterly reports for the current Fiscal Year 2009/10.

BOARD OF COUNTY SUPERVISORS BOCS Coles 702012 ASST TO THE DISTRICT SUPV I 504 $76,301.06 $76,301.06 $0.00 No In accordance with Res 10-620, individual Supervisors can use their budgeted office funds for

General Fund and Extensions of the General Fund 1001 - General Operating Fund The general fund accounts for all financial resources except those required to be accounted for in another fund. The general

City of Dallas Budgeting for Outcomes: FY 2006-07 07 Annual Budget Recommended by Mary K. Suhm, City Manager Presented to the Dallas City Council August 14, 2006 Overview: Review Status of Budgeting For

SURVEY BACKGROUND The 2010 Salida Community Priorities Survey was distributed in September in an effort to obtain feedback about the level of support for various priorities identified in the draft Comprehensive

Capital Improvement Programming INTRODUCTION Capital improvement programming is a guide toward the efficient and effective provision of public facilities. Programming capital facilities over time can promote

Mt. San Antonio College Campus Emergency Response and Evacuation Plan The Mt. SAC Board of Trustees is committed to providing a safe and secure campus work and learning environment for students, employees,

City of Los Angeles Bureau of Sanitation Business Development Services OUR MISSION IS TO PROTECT PUBLIC HEALTH AND THE ENVIRONMENT TABLE OF CONTENTS BUSINESS DEVELOPMENT SERVICES...2-5 EFFORTS TO FACILITATE